Checklists have been around a long time as a project management tool. There are checklists for everything from initiating to closing a project. Checklists are an important part of preparing to move forward and validating accomplishments. The problem I have with checklists is that they are used too frequently, and they are relied on too heavily as static pieces of information. I’ve seen many failed projects with a multitude of checklists. A balanced approach to using checklists is critical.
Some examples of useful checklists outside of the realm of project management may be useful to show a healthy application. I’ve used a checklist when packing for travel for years. Interestingly enough I’ve always created the checklist before each trip. I know that some folks use a template and some start from scratch each time. Whether you’re a template person or not, reviewing the checklist to make sure you have everything for your trip is good advice. I use a recipe as a checklist to make sure I have all the ingredients. These two checklists serve different purposes. The recipe checklist is used to ensure that the result is the same every time. The travel checklist is to ensure the result is right for the specific trip being taken.
Checklists in project management can serve different purposes as well. It is when checklists are used like recipes that project managers get into trouble. Here are some guidelines for using checklists.
Checklist as a Planning Tool
Use the following questions when using a checklist as a planning tool. First up is “Do I need to do the item on the list?” When this question is omitted work is done that may not add value to the project, this is a waste of dollars and effort and can frustrate the Sponsor, Stakeholders and Team. Make sure you are doing only the work that adds value. It is like packing a winter jacket when going to Hawaii – it isn’t used and just adds weight. The second question that needs to be asked is “Is there anything that isn’t on the list that must be done?” This question should be asked every time, whether conducting a project such as repetitive roll out once the product is developed or new development, there is always something associated with the effort that could be different.
Checklist as an Inspection Tool
Establishing a planning checklist is only part of the equation. The checklist becomes an inspection tool once the contents have been established. An inspection tool is valuable to the project when it is relevant. That implies a continuous review of the checklists’ content. By that I mean a validation that the work that has been identified is still needed as changes to the project occur. Without that review, work is done that is not needed and work that is needed is not done.
Project managers who are new to the craft rely on checklists as guideposts. The issue is not their use, the issue is using them without due diligence. As the Project Management Institutes Project Management Body of Knowledge (PMBOK) suggests, using expert judgment and historical information is a must throughout a project. Checklists are no exception.
Ride On, Manage On
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